There is no abstract available for this thesis.

A presente pesquisa viabilizou, possivelmente, a expansão do arcabouço teórico desenvolvido por Suarez (2004) e Lynn et al. (1996), seguindo a mesma direção dos resultados obtidos na pesquisa longitudinal desenvolvida por Yu et al. (2011). Desenvolvemos um estudo descritivo de modo a analisar um período de 42 anos com o objetivo de entender os fatores que influenciaram a trajetória do desenvolvimento da tecnologia do veículo elétrico na GM de modo que utilizamos o arcabouço teórico desenvolvido por Suarez (2004) como norteador das observações empíricas. Coletamos dados secundários da tecnologia de baterias referente a fase um (realização de P&D) e dados secundários da tecnologia do veículo elétrico referente às fases dois (protótipos) e fase três (criação de mercado) para a construção do estudo de caso. As observações dessas fases viabilizaram os seguintes resultados: a possível expansão do arcabouço conceitual do Suarez (2004) em relação ao nível da firma (sondagem e aprendizagem tecnológica, sondagem e aprendizagem mercadológica e transferência de conhecimento) e ao nível do ambiente (setores industriais associados, pressão social, política internacional e questão econômica); e a possível ampliação da vertente teórica de sondagem e aprendizagem mercadológica desenvolvida por Lynn et al. (1996) no sentido de constatarmos a sondagem e aprendizagem tecnológica em um momento anterior a sondagem e aprendizagem mercadológica. Na década passada, iniciou-se um processo de efervescência de novos entrantes na indústria do veículo elétrico e, nessa década, duas das principais montadoras mundiais (GM e Nissan) lançaram os seus primeiros veículos elétricos para serem produzidos em larga escala. Essas evidências empíricas indicam uma possibilidade real da tecnologia do veículo elétrico estar em um estágio de maturidade que viabilize a realização do processo de transição tecnológica indicada no arcabouço conceitual desenvolvido por Utterback e Abernathy, em 1975. Nesse sentido, os resultados teóricos obtidos nessa pesquisa podem apoiar o processo de tomada de decisão no contexto de incentivo a essa tecnologia tanto da perspectiva da firma quanto da perspectiva do governo. / In alignment with the results obtained in the longitudinal research conducted by Yu et al. (2011), the present study possibly enabled the expansion of the theoretical framework developed by Suarez (2004) and Lynn et al. (1996). A descriptive study was developed so as to analyse a 42 year period with views to understanding the factors which influenced the course of development of electric vehicle technology at GM. Thus, to guide empirical observations, the theoretical framework developed by Suarez (2004) was employed. To build the study case, phase one (execution of R&D) battery technology and phase two (prototypes) and three (market shaping) electric vehicle technology secondary data was collected. Findings observed in these phases gave rise to the following results: the possible expansion of Suarez´s (2004) conceptual framework at corporate level (technological survey and learnings, market survey and learnings and knowledge transfer) and at environment level (associated industrial segments, social pressure, international politics and economic issues); and the possible extension of the theoretical market probe and learning line of thought developed by Lynn et al. (1996) in as much as the identification of the occurrence of technological probe and learning, at a moment preceding that of market probe and learning, is concerned. Over the last decade, a new entrant commotion process sprung within the electric vehicle industry and during this decade, two of the top world manufacturers (GM and Nissan) launched their first electrical vehicles for mass production purposes. This empirical evidence indicates that currently, there is an effective possibility of electric vehicle technology being at a stage of maturity whereby the technological transition mentioned in the conceptual framework developed by Utterback and Abernathy in 1975, is feasible. To this effect, the theoretical results obtained in this study may support decision processes in as much as incentives are concerned, both from a corporate and government perspective.

A presente pesquisa viabilizou, possivelmente, a expansão do arcabouço teórico desenvolvido por Suarez (2004) e Lynn et al. (1996), seguindo a mesma direção dos resultados obtidos na pesquisa longitudinal desenvolvida por Yu et al. (2011). Desenvolvemos um estudo descritivo de modo a analisar um período de 42 anos com o objetivo de entender os fatores que influenciaram a trajetória do desenvolvimento da tecnologia do veículo elétrico na GM de modo que utilizamos o arcabouço teórico desenvolvido por Suarez (2004) como norteador das observações empíricas. Coletamos dados secundários da tecnologia de baterias referente a fase um (realização de P&D) e dados secundários da tecnologia do veículo elétrico referente às fases dois (protótipos) e fase três (criação de mercado) para a construção do estudo de caso. As observações dessas fases viabilizaram os seguintes resultados: a possível expansão do arcabouço conceitual do Suarez (2004) em relação ao nível da firma (sondagem e aprendizagem tecnológica, sondagem e aprendizagem mercadológica e transferência de conhecimento) e ao nível do ambiente (setores industriais associados, pressão social, política internacional e questão econômica); e a possível ampliação da vertente teórica de sondagem e aprendizagem mercadológica desenvolvida por Lynn et al. (1996) no sentido de constatarmos a sondagem e aprendizagem tecnológica em um momento anterior a sondagem e aprendizagem mercadológica. Na década passada, iniciou-se um processo de efervescência de novos entrantes na indústria do veículo elétrico e, nessa década, duas das principais montadoras mundiais (GM e Nissan) lançaram os seus primeiros veículos elétricos para serem produzidos em larga escala. Essas evidências empíricas indicam uma possibilidade real da tecnologia do veículo elétrico estar em um estágio de maturidade que viabilize a realização do processo de transição tecnológica indicada no arcabouço conceitual desenvolvido por Utterback e Abernathy, em 1975. Nesse sentido, os resultados teóricos obtidos nessa pesquisa podem apoiar o processo de tomada de decisão no contexto de incentivo a essa tecnologia tanto da perspectiva da firma quanto da perspectiva do governo. / In alignment with the results obtained in the longitudinal research conducted by Yu et al. (2011), the present study possibly enabled the expansion of the theoretical framework developed by Suarez (2004) and Lynn et al. (1996). A descriptive study was developed so as to analyse a 42 year period with views to understanding the factors which influenced the course of development of electric vehicle technology at GM. Thus, to guide empirical observations, the theoretical framework developed by Suarez (2004) was employed. To build the study case, phase one (execution of R&D) battery technology and phase two (prototypes) and three (market shaping) electric vehicle technology secondary data was collected. Findings observed in these phases gave rise to the following results: the possible expansion of Suarez´s (2004) conceptual framework at corporate level (technological survey and learnings, market survey and learnings and knowledge transfer) and at environment level (associated industrial segments, social pressure, international politics and economic issues); and the possible extension of the theoretical market probe and learning line of thought developed by Lynn et al. (1996) in as much as the identification of the occurrence of technological probe and learning, at a moment preceding that of market probe and learning, is concerned. Over the last decade, a new entrant commotion process sprung within the electric vehicle industry and during this decade, two of the top world manufacturers (GM and Nissan) launched their first electrical vehicles for mass production purposes. This empirical evidence indicates that currently, there is an effective possibility of electric vehicle technology being at a stage of maturity whereby the technological transition mentioned in the conceptual framework developed by Utterback and Abernathy in 1975, is feasible. To this effect, the theoretical results obtained in this study may support decision processes in as much as incentives are concerned, both from a corporate and government perspective.

M.Comm. / Change is inevitable in today’s world. Multinational companies are constantly being forced to adapt in order to survive. When companies are not able to adjust to the changing environment they run the risk of becoming obsolete. When General Motors (GM) returned to South Africa and bought back Delta Motors Corporation (DMC) in 2004, dealers were faced with new procedures, policies and management styles. This study aimed to establish how GM dealers viewed change, by exploring their views on the Delta Motors takeover in 2004. Five dealerships participated in the study and 15 employees were interviewed. The results were analysed through content analysis. Recommendations are made with regard to addressing the change process and the difficulties that accompany it. The study reinforces the importance of communication, planning and employee development in a change process. By encouraging involvement, people own the change process and do not feel that change is being forced upon them. Although change is critical, research shows that it is a complex process that needs to be planned thoroughly. This research includes lessons learned from the change process that GM went through when it took over from DMC.

Thesis (Ph. D.)--University of Chicago, Dept. of Sociology, December 2003. / Includes bibliographical references. Also available on the Internet.

Notre mémoire porte sur la fermeture, en 2002, de la seule usine d'assemblage automobile de la province du Québec, à Boisbriand, par la compagnie General Motors. Nous situons ce cas dans un contexte de crise du modèle de régulation fordiste et dans le contexte particulier du modèle québécois. Nous sommes partis du principe que l'industrie automobile étant fortement intégrée, les impacts locaux de la fermeture de l'usine devaient être majeurs: effets directs, les emplois perdus, à l'usine, puis, en cascade, chez les sous-traitants qui avaient des contrats avec l'usine; puis indirects, sur la dynamique économique de la région et de la province, sur l'ensemble de la filière automobile du Québec. Enfin, d'un point de vue spécifiquement territorial, nous nous sommes interrogé sur la capacité du milieu de se restructurer après le départ d'un acteur productif majeur. Pour y arriver, nous avons réalisé une étude documentaire basée sur de nombreuses sources -radio, télévision, Internet, presse écrite -puis nous avons établi le système d'acteurs de la région étudiée. Ensuite, nous avons passé des entrevues avec certains de ces acteurs, qui nous ont permis de recueillir d'autant plus d'informations qu'ils provenaient de milieux institutionnels différents. Nos résultats nous ont surpris, et surprendront certainement le lecteur étranger au cas étudié. En fait, les impacts locaux de la fermeture de l'usine General Motors de Boisbriand sont minimes. Les emplois perdus (1300 licenciements) concernent, pour la plupart, des travailleurs proches de la retraite. Le réseau de sous-traitance automobile québécois était déjà en place avant la venue de GM dans la région, et n'a donc pas eu de problème grave à surmonter son départ. En fait, l'implantation de l'usine n'ayant pas eu d'effet structurant comme nous pouvions l'envisager avant l'étude du cas, la fermeture de Boisbriand pouvait difficilement avoir des effets déstructurants. Notre étude est, à notre connaissance, la première de ce type réalisée au Canada, et donc au Québec, et permet, pensons-nous, de mieux comprendre la spécificité québécoise et la réaction locale face à la mondialisation. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Stratégie, Développement, Local, Territorial, Post-fordisme, Modèle québécois.

Submitted to the Fletcher School of Law and Diplomacy. Thesis (Ph.D.)--Tufts University, 2003. / Chair: William R. Moomaw. Includes bibliographical references (leaves 197-207). Access restricted to members of the Tufts University community. Also available via the World Wide Web;

There is a consensus globally that climate change is one of the biggest challenges facing operations. Immediate actions are required to reduce the carbon footprint in order for the environment to endure future logistics processes and activities (The National Treasury department of South Africa, 2010). Greenhouse gases (GHGs) are emissions generated from manufacturing processes, distribution networks and treatments processes (Verfaillie and Bidwell, 2000). Companies globally are expected to monitor pollution and focus on reducing the discharge of pollutants. Logistics Managers are therefore pressured to reduce the carbon footprint as it affects the environment and our health. Companies are becoming more concerned with the impact of various activities and processes on the environment. Traditional logistics models, primarily focuses on minimising cost with little focus on the environmental impact and sustaining operations for the future (Sbihi and Eglese, 2009) General Motors (GM) is a multi-national vehicle manufacturer with operations in various countries. GM filed for bankruptcy in 2009 resulting in the formation of the new GM; one of the focus areas was to ensure sustainability which resulted in the introduction of the ‘Sustainability in motion’ program in 2009 (New York Times, 2009). General Motors South Africa (GMSAf) is a vehicle assembler with manufacturing facilities and head offices located in Port Elizabeth. The company is a wholly owned subsidiary of the multinational General Motors Company. The aim of the research is to determine whether a culture that promotes environmentally conscious behaviour exists within employees and their relationships within a team, with management, stakeholders and suppliers. The study will assist in highlighting areas which need improvement to enable the creation of environmentally sustainable initiatives and implementation thereof. The empirical study revealed that the following management commitment, education and training, performance management and participation and involvement were important factors in the effective implementation of an environmental sustainability program.

Thesis (M.A.)--Indiana University, 2010. / Title from screen (viewed on July 18, 2010). Department of Communication Studies, Indiana University-Purdue University Indianapolis (IUPUI). Advisor(s): John Parrish-Sprowl, Kristina Horn Sheeler, Ronald Sandwina. Includes vitae. Includes bibliographical references (leaves 133-138).

Today‘s customers expect zero defects with just-in-time (JIT) delivery from their suppliers, for the specified quantities, as a matter of standard practice. More importantly, customers expect companies to help them know what they need in terms of quantities and quality now, and for the future. No other change process adds long-term value as quickly as zero defects. Companies failing to embrace this quality culture face difficult challenges. To achieve this level of performance requires tremendous focus in an organisation and throughout its supply base. Business models around the world are changing dramatically from the "Source Local" to the "Source Anywhere and Build Anywhere" model (Cummins, 2008: 19). Companies have shifted away from a hierarchical, one-dimensional, supply chain entity to a fragmented network in favor of strategic partnerships with external entities. Many businesses facing such models are experiencing challenges and, if not managed correctly, can find themselves struggling to compete in this new landscape. Thus, when price concessions are so stringent, quality has to suffer. To reduce costs, suppliers are forced to seek less expensive ways to produce parts and components. Does this mean the use of different, less expensive materials? Does this mean less skilled labor? Does this mean production shortcuts? Or does this mean that suppliers just bite the bullet and pay the price? Once all the costs have been extracted from the supply chain, the only thing left to suffer is quality. The underlying objective of this research is to investigate the impact of delivery performance for a selected part at General Motors South Africa. In order to develop a research strategy to deal with, and solve, the main problem, the following research questions have been identified: a) What can be learned from literature about the impact of quality costs? b) Why is this specific part a suitable candidate for a cost investigation? c) What are the processes involved if a defect occurs? d) How can the cost be estimated? e) What effect does poor supplier quality have on productivity? This dissertation aims to investigate the problems and challenges General Motors South Africa are facing pertaining to the delivery performance of a selected part. The dissertation will also strive to highlight the impact of poor supplier quality on productivity and the related cost implications. Conclusions and recommendations will furthermore be outlined.